Question 1

Modern businesses are facing the challenges of ensuring their leaders are 'fit for purpose' in the twenty-first century. Is it true that this can be easily addressed through engaging with Leadership Development training?

Accepted Answer

While Leadership Development training is beneficial, addressing the challenges of ensuring leaders are 'fit for purpose' in the twenty-first century is complex and involves more than just training. It requires a comprehensive approach including mentoring, real-world experience, continuous learning, and adapting to technological advancements and changing business landscapes.

Question 2

Burgoyne (2010) says that leadership development 'in the widest sense involves the acquisition, development and utilization of leadership capability or the potential for it'.
What best explains his reasoning for the statement?

A) It matters which definition of leadership an organization favours, and if consistent in terms of accepting any limitations since the organization cannot refine its leaders by identifying leadership capacity in its current or prospective workforce.
B) It does not matter as most organizations will have an explicit leadership development strategy, which contradicts how this activity is embedded into the organization and Leadership books by the thousand inhabit libraries, and television schedules are full of 'leaders' offering advice and guidance.
C) It does matter that most organizations will have an implied leadership development strategy, which codifies how this activity is avoided by the organization and Leadership books by the thousand inhabit libraries, and television schedules are full of 'leaders' through such programmes.
D) It does not matter which definition of leadership an organization favours, as long as it is consistent in terms of accepting the limitations since the organization can refine its leaders by identifying leadership capacity in its current or prospective workforce.

D

Accepted Answer

Burgoyne's statement emphasizes the importance of consistency in leadership development approaches within an organization, regardless of the specific definition of leadership adopted. This consistency allows for the identification and refinement of leadership capacities among current and prospective employees, aligning with the broader goal of enhancing leadership capability.

Question 3

Is it true that teaching and implementing 'leadership' is one of the key components of a successful organization, placing leadership at the heart of any business?

Accepted Answer

Leadership is crucial for setting vision, direction, and strategy, fostering a positive culture, driving change, and ensuring effective management and teamwork, which are all essential for the success of an organization.

Question 4

Mabey and Salaman (1995) look to a wider agenda to uncover an
Organization's willingness to invest money and resources in developing their leaders.
What themes do they identify that businesses are willing to invest on?

A) Functional performance, Political reinforcement, Reward, Psychic defence.
B) The skills, language, attitude, and behaviour of junior managers
C) Direct links between learning, individual performance, and organizational performance
D) Functional performance, Political reinforcement, Relations, Physical defence

Accepted Answer

A) Functional performance, Political reinforcement, Reward, Psychic defence are the themes identified by Mabey and Salaman (1995) that businesses are willing to invest in for developing their leaders.

Question 5

Burgoyne's (1988) model suggests this set of drivers results in organizations having a leadership development 'strategy'. This has differing degrees of robustness in terms of how it links to, and adds value to, the host organization.
What are some of the 7 rungs of organisational management development approaches?

A) Management development that deletes corporate policy; Management development strategy input to corporate policy formation; Strategic development of the management of corporate policy.
B) No sustained management development; Increased tactical management development; Interpretive and collective structural and development tactics.
C) No systemic management development; Isolated tactical management development; Integrated and coordinated structural and development tactics.
D) Management development that implements corporate policy; Management development strategy identities to corporate policy facilities; Strategic development of the mastering of collective people.

Accepted Answer

Burgoyne's model outlines a progression from no systemic management development, through stages of increasing integration and sophistication, to fully integrated and coordinated approaches. Choices A, B, and D do not accurately reflect the progression or terminology used in Burgoyne's model.

Question 6

Is it true that Whittington's (1993) typology offers a simple model designed to assist with the analysis and understanding of strategy.

Accepted Answer

Whittington's (1993) typology simplifies the complex field of strategy into four generic approaches (Classical, Evolutionary, Processual, and Systemic) to help in analyzing and understanding different strategic perspectives and practices.

Question 7

Is it true that Culture is probably best summed up by the McKinsey Organisation's oft-copied words, 'the way we do things around here'?

Accepted Answer

This phrase captures the essence of organizational culture by emphasizing the shared practices, values, and behaviors that characterize how work is done within an organization, aligning closely with the McKinsey Organization's perspective on culture.

Question 8

Using Whittington's typology four types and the possible link to how leadership and leadership development manifests itself.
What are the four different categories of organization?

A) 1. Structured, 2. Classical, 3. Evolutionary, 4. Processual
B) 1. Structured, 2. Classical, 3. Ethically-founded, 4. Processual
C) 1. Systemic, 2. Classical, 3. Ethically-founded, 4. Processual
D) 1. Systemic, 2. Classical, 3. Evolutionary, 4. Processual

Accepted Answer

Whittington's typology of organizations includes four categories: Systemic, Classical, Evolutionary, and Processual. These categories help in understanding different organizational strategies and leadership styles.

Question 9

McClelland's (1973) work that defines what an individual needs to be able to master in order to perform according to the organizational demands and have led to popular Competency models.
What are the 5 areas that Bolden and Gosling (2006) draw as criticisms of Competency Models?

A) Reductionist, Context, Historical, Assessment, Curriculum
B) Reductionist, Context, Hypothetical, Activistic, Curriculum
C) Reductionist, Context, Hypothetical, Assessment, Curriculum
D) Reductionist, Context, Historical, Actionable, Curriculum

Accepted Answer

Bolden and Gosling (2006) criticize Competency Models for being Reductionist, ignoring Context, being Historical rather than forward-looking, focusing too much on Assessment rather than development, and influencing Curriculum in potentially limiting ways.

Question 10

In terms of the techniques used to develop individuals, there is a multitude of approaches used by organizations. These can range from long, accredited programmes such as MBAs (which take anything from one to three years to complete) to short workshops designed to last a few hours.
Which of the following represent currently used techniques?

A) Business cards, Case Synthesis, Competency-based workshops, Coaching
B) Business games, Case Studies, Competency-based workshops, Coaching
C) Business games, Coaching Studies, Competency-based workshops, Competency
D) Business cards, Coaching Studies, Competency-based workshops, Coaching

Accepted Answer

Business games, case studies, competency-based workshops, and coaching are all recognized techniques for developing individuals in organizations. These methods are designed to enhance skills, knowledge, and performance.

Deck 15: Leadership Development